The Salvation Army

Boys and Girls Club

of Greensboro
Project Partner Analysis by:
Sheree Cooper, Lauryn Fowler, Terri Martin
 1. Organization’s History
2. Nonprofit Partner Contact
3. Board and Leadership
a. Current Structure
b. Recommendations

Outline 4.
c. Feedback
Staff/Volunteer Recruitment and
Pt. 1 Management
a. Current Structure
b. Recommendations
c. Feedback
5. Marketing and Communication Strategies
a. Current Structure
b. Recommendations
c. Feedback
 d. Final Recommendations
6. Fundraising
a. Current Structure
b. Recommendations
c. Feedback
7. Performance Measurement and Capacity

Outline
Assessment
a. Current Structure
Pt. 2 b. Recommendations
c. Feedback
8. Collaboration
a. Current Structure
b. Recommendations
c. Feedback
Organization History
 Salvation Army Boys
and Girls Club
Greensboro, NC
● TSA, BGC of Greensboro
started in 1938 and since
then has grown to four
club locations and over
250 members when at full
capacity.
 Salvation Army Boys
and Girls Club
Greensboro, NC
● They are currently serving
110 members at three of
their club locations:
○ Reynolds
○ Caldcleugh
○ Teen Center
 Salvation Army Boys
and Girls Club
Greensboro, NC
● The mission is to empower
and enable all youth,
especially those who need
us most, to reach their full
potential in becoming
productive, caring, and
responsible citizens.
 Salvation Army Boys
and Girls Club
Greensboro, NC
● It is a division of the
Salvation Army of
Greensboro and a chapter
of the Boys and Girls Club of
America.
● This creates an interesting
dichotomy when policies
and operations are at play.
Nonprofit Partner Contact
Grace Thompson
● Operations Director, The
Salvation Army Boys and Girls
Club of Greensboro
(2017-Present)
● Unit Director, The Salvation
Army Boys and Girls Club of
Greensboro (2012-2017)
Board and Leadership
 TSA vs BGC
● Due to this organization

Current being a subset of two

largering parent
Structure organizations, the board and
leadership structure can be
seen as rather complicated.
● The are three overarching
leadership entities, an
executive operations
director, a captain, and a
department operations
director, then each individual
club has its own leadership.
Board and Leadership Structure
 Battles of the Leadership Styles
Captain Matt Hedgren
● He serves are the Pastor of the
church and oversees the religious/
spiritual component of the
organization.
● His leaderships style is a mixture of
servant and transformational.
● Has positive, encouraging
relationships with all staff.
EOD, Doug Shelton
● He serves as the executive
operations director to the entire
Greensboro Salvation Army, and he
handles the business sections of the
organization.
● His leadership style is transactional
with high task, low relationship
theory.
● He is a great businessman, but he
does not have have relationships
with coworkers and employees.
Recommendations:
● Study and rectify the discrepancies with the 33 principles of
effective governance: numbers seven, eleven, and fourteen.
● Add prerequisites in order to become a board members
which would engaging throughout the club with members
and directors to gain a better understanding of the club
process and environment.
Feedback:
● What exactly are the 33 principles of effective governance?
How would this translate up the chain when considering the
hiring/ appointing priorities of the organization?
● The prerequisite idea is good, but would this apply to
people already on the board? New people? Would fiscal
contribution be considered a prerequisite? Having board
members spend time engaging is a great idea, but that is
something we would have to implement post covid.
Staff/Volunteer Recruitment and
Management
Current Structure:
● They recruit volunteers in different ways including communicating with
colleges and universities in the area.
● Volunteers are trained once in the beginning and have to complete a
safe from harm training, and if they volunteer for six months, they have
to complete a cpr, first aid training if they do not already have it.
Recommendations:
● Creating a schedule for when volunteers plan on being in the club or
volunteering in general with Boys and Girls Club in advance
● Making sure that individuals feel heard in decision making when needed and
continuously training volunteers if needed and if there are changes to certain
processes in the club
● Hire someone specifically to manage volunteers or add into the office assistant
duties
● When recruiting and hiring volunteers they should recruit them like employees
Feedback:
● Scheduling volunteers are the responsibility of the individual club directors. They are
responsible for getting volunteers and having them fill out the volunteer application.
The application gets all their contact information and well as background information
because we conduct a background check on anyone working or volunteering within
the organization.
● Hiring an individual for volunteers is not practical for our organization at least at the
moment. We are not large enough to justify this position, but it is included in the unit
director position.
● Training volunteers happens in one session before they start working with the children.
Marketing and Communication
Strategies
Current Structure
Public Relations Team

● Boys and Girls Club has a strong Public Relations team.

● The Club publizies success stories of its youth on community and
regional news outlets.
● Community partners also promote their involvement with the club
through their various outlets.
Current Structure pt.2
Social Media Campaign

● The Club has a social media staff that spearheads its social media outlets,
particularly Facebook and Instagram.
● Through social media engagement, these staff infrequently keeps the
community updated on current and relevant events.
Recommendations
● Use its governmental affiliations (such as the local DSS affiliation)
to shed light on the impact it has on the community
● Use public relations campaigns as opportunities to ask for
community support and contributions
Recommendations pt.2
● More frequent use of social media to highlights the success of youth who
attend the Club
● Increase in engaging with social media followers by creating open forums
that influence conversation as it pertains to the youth and what's
happening in the community.
● Increasing the staff members and creating a social media campaign team
that focuses entirely on social media outlets and the website
Feedback
● We are absolutely correct that we do not have a strong, consistent
social media campaign. We currently have a facebook and instagram
that is posted on at least once a week. Jordan, the Athletics Director, is
currently responsible to post of the social, but you know that all our
directors are currently doing much more besides their original job
responsibilities because you all have groups of kids for 40+ hours a
week.
Fundraising
Current Structure
Annual Fund
Annual Fund
● The largest portion of their financial support comes from community
● The largest portion of their financial support comes from
partners who make large donations regularly
community partners who make large donations regularly.
● Donors pledge to annual donations in the amounts of 100K, 75K,
● Donors pledge to annual donations in the amounts of 100K,
50K, 25K, 10K and 5K
75K, 50K, 25K, 10K and 5K.
● Donors make these donations as one-time annual donations, or
● Donors make these donations as one-time annual donations, or
dispersed periodically throughout the year
dispersed periodically throughout the year.
● It is the Club’s most successful form of fundraising
● It is the Club’s most successful form of fundraising.
Recommendations:
● Increase fundraisers to include special events and benefits like
expanding their Chips for Children event
● Use social media for fundraisers and donation drives
Performance Measurement and Capacity
Assessment
 NYOI
● NYOI stands for the National
Youth Outcomes Initiative.
Current ● It is conducting once a year, as
Structure a national requirement, and it
tracks club performance on the
five key elements:
○ Safe and positive
environment
○ Supportive Relationships
○ Opportunities and
Expectations
○ Recognition
○ Fun
Recommendations:
● Implement using the balanced scorecard: four perspectives with a
tweak and a dash of benchmarking. This should be included at the
board levels and amongst the directors.
● Increase the frequency of the NYOI to semi-annually: one being for the
national requirement, and the second being used for national
preparation and club benchmarking.
Feedback:
● This is something that can discuss with Doug, so we can implement
this at the board levels, and we can conduct it individual club directors
during their 1-on-1 meetings.
● This is actually a really good idea that I can bring up to the club
directors. This will let staff understand how the test works and how to
implement the practices before test time. It can be used as a
benchmark to track progress and performance from the youth’s
perspectives.
Collaboration
Current Structure
● Boys and Girls Club has a recent merger between this club and all of the
Salvation Army Clubs in North and South Carolina. This collaboration was
created to create a regional impact.

● TSA,BGC of Greensboro currently has numerous collaborations for

programs and services including:
○ The Children’s Museum
○ Greensboro Science Center
○ UNCG
○ Alcohol and Drug Services
○ Sheetz
○ Etc.
Recommendations:
● Collaborating with Goodwill creates more room for connections and
access to a whole new audience to get in more volunteers for the
clubs and disposable resources
● Another great organization the club could partner with would be
Leaders of Tomorrow
Thank you!